Improvement Programme Techniques

Content Context KPIs and Managing risk Understanding your cost base VfM Quick Benchmarking Lean and Rapid Process Design Timetabling and Space Management Options for Service Delivery

Context Which University KPIs are you supporting? What are your PIs and how are you performing? What are your strategic risks? What do your services cost? How good are customer satisfaction levels?

KPIs and managing risk  Include KPIs into corporate dashboards  Link KPIs to the risk register; this helps  ensure an overall view of VFM and the impact of failure  cover areas not explicitly mentioned in the Corporate Plan  assists individuals in their decision making and prioritisation.

Risk awareness and mitigation Strategic Risk Source: Business Case Impact on Registry and Student Services Implication for New Structure and Activities Diversity in incomeNeed to support income generating activities in appropriate areas in the centre and in academic areas 1.Market intelligence capacity required 2.Investment in Research opportunity sourcing required 3.Institutional CRM strategy required 4.Support needed for Deans/HODs, development of strategic plans Diversity in student recruitment: study and domicile Need to support a diverse student body which will require different skill mixes and resources 1.Planning/coordination in Recruitment and Admissions initiatives required 2.Good Market intelligence is required; specialist capability will need to be deployed centrally 3.Support needed for overseas students and WP 4.Need to complement new Internationalisation Strategy

Understanding your cost base Methodology  ABC-type methodology  Payroll report – ALL university staff  Dept, name, employee no, grade, FTE  Separate staff between academic and support  Allocate support staff FTE across activities  Add payroll costs – employee no key  Prepare management reports

Template

FTE/Cost Support Activity by Location

Opportunities Identified

VfM

VfM - Resource and Satisfaction Grids FUNCTION [1... n] MustShouldCouldWould FTE£ £ £ £ Direct activity 1 activity 2 activity 3 activity 4 activity 5 activity 6 Indirect activity 7 activity 8 activity 9 activity 10 activity 11 activity 12 Management activity 13 activity 14 activity 15 activity 16 activity 17 activity 18 Compliance activity 19 activity 20 activity 21 activity 22 activity 23 activity 24 FUNCTION [1... n] MustShouldCouldWould Satisfaction Direct activity 1 activity 2 activity 3 activity 4 activity 5 activity 6 Indirect activity 7 activity 8 activity 9 activity 10 activity 11 activity 12 Management activity 13 activity 14 activity 15 activity 16 activity 17 activity 18 Compliance activity 19 activity 20 activity 21 activity 22 activity 23 activity 24

Quick Benchmarking

Identify Customers & Specify Value Identify & Map the Value Stream Create Flow by Eliminating Waste Respond to Customer Pull Pursue Perfection Maximise The Value What is Lean?

Elements of the Lean Project Strategy End-to-End Continuous Improvement  Vision  Alignment  Prioritisation  Measures  Action Plans  Current State  Future State  Implementation Plans  Specific Problem  Limited Area  University  OSHEU  HUMRS  PLANN  Purchase to Pay  Course Approval  Research Funding  INTER  RACDV  Payroll

Process Review Structured and managed framework Participative or consultant led PR Organisation, policy, resources Approach documentation and ‘Toolkit’ Assist with planning for implementation Complement internal offering Guide change management. Pointing to good practice Challenging by benchmark Additional flexible resource Honest broker

Rapid Process Design

Rapid Process Design: Action Plan

Timetabling POLICY CONSTRAINTS TIMETABLING ROOM ALLOCATION CALENDARSYSTEMS DATA ENTRY PROCESS ENABLERS PLANNING PUBLISHING STUDENT CHOICE SPACE CONSTRAINTS ORGANISATION

Timetabling and Space Planning POLICY CONSTRAINTS Contact hrs Length of teaching day Class size etc POLICY CONSTRAINTS Contact hrs Length of teaching day Class size etc CORPORATE PLAN Student nos. Programmes CORPORATE PLAN Student nos. Programmes Required capacity * best utilisation GAP FINANCIAL FORECAST OPTIONS APPRAISAL ESTATES STRATEGY TIMETABLING Actual capacity * actual utilisation

Assessment Q&A options mapping accept/reject Business Case outline case shortlist full case Implementation decision consultation procurement Communication strategy engaging stakeholders SUMS with HEIHEI Options for Service Delivery

Position of HEI 1Strategy Process Transaction volume In-house specialism Specific to HEI Service standards Costs by c/f to benchmark high Sufficient/ sustainable unique high higher medium struggling distinct features adequate in-line low Inadequate/ unsustainable common poor lower 3Systems 4Skills 5Context Assessment

Contacts Bernarde Hyde